Objectives Quick Review of Interest-Based Collaborative Problem Solving (IBPS) Practices to prepare for simulation Engaging Stakeholders for IBPS use Evaluation/outcome measurement Conflict in Systems • An expression of dissatisfaction with an interaction, process, product, or service • Consequence of differing expectations, competing goals or needs, confusing communications, or unsatisfactory interpersonal relations * 1996, Costantino and Merchant Sources of Conflict* Expectations Broken Promises Incompetence Lack of Quality Resources Time Money Personnel Space Personal Values Priorities Perceptions Styles Standing on Principles Inner Conflict Unmet Needs *Atlanta Justice Center Dynamics of Conflict* What happens if conflict goes unresolved? Intense Feelings Positions Harden Dehumanizing Occurs Desire to Punish Emerges Communication Deteriorates *Atlanta Justice Center Stressed System Power Rights Interests © Ury, Brett, and Goldberg, 1988 Problem Solving Methods: Distributive Interpersonal Communication : Tactical use of other side’s statements Strong assertions Selective responses Limited disclosure of feelings & underlying interests -- From Strategic Negotiations, Walton, Cutcher-Gershenfeld, and McKersie, 1994. Consequences of Unresolved Conflicts Effective System Power Rights Interests © Ury, Brett, and Goldberg, 1988 Problem Solving Methods: Integrative Interpersonal Communication: Paraphrasing Active Listening Minimizing Defensiveness Brainstorming Disclosure of feelings & underlying interests -- From Strategic Negotiations, Walton, Cutcher-Gershenfeld, and McKersie, 1994. Results of Well Managed Conflict • Trust built • Performance enhanced • Resistance lessened • Creative solutions found • Drama, development, and growth stimulated Problem Solving Spectrum Facilitated Factfinding Advisory Negotiated Preventive Voluntary Imposed Issue/Dispute Involuntary * © 1998, Christina S. Merchant. Adapted from Costantino and Merchant, Designing Conflict Management Systems: A Guide to Creating Productive and Healthy Organizations, Jossey-Bass Inc., 1996. Resolution and Results Issue $ $$$$ Days Years Voluntary Educate Talk it Out Involuntary Mediate Investigate Test case Arbitrate * © 2004, Christina S. Merchant. Adapted from Costantino and Merchant, Designing Conflict Management Systems: A Guide to Creating Productive and Healthy Organizations, Jossey-Bass Inc., 1996. Finding the Right Process “Fit” Interest-based Rights-based Full Performance Problem Solving Interest-based Rights-based © Christina S. Merchant, 1997 Principles Supporting InterestBased Problem Solving (IBPS) • Focus on the issue • Explore all interests underlying the issue • Be open to possibilities and opportunities • Satisfy others’ interests as well as your own • Use agreed-upon standards to reach the best solution From Getting to Yes, Fisher and Ury IBPS Preparation Scope of the issue? Type of decision needed? What data required? Orientation Facilitation Logistics Timeframe How will we measure success? Where does issue go if we fail? Ground Rules: Effective Groups 1. Test assumptions and inferences 2. Share all relevant information 3. Use specific examples and agree on what important words mean 4. Explain your reasoning and intent 5. Focus on interests, not positions - Roger Schwarz, The Skilled Facilitator, 2002 Ground Rules: Effective Groups 6. Combine advocacy and inquiry 7. Jointly design next steps and ways to test disagreements 8. Discuss undiscussable issues 9. Use a decision-making rule that generates the level of commitment needed. - Roger Schwarz, The Skilled Facilitator, 2002 Ground Rules (Procedural): Examples: Create a schedule of sessions Start & end on time All Group Members Participate Debrief at end of each day/meeting No Zingers (cheap Put-Downs) Frequent Breaks to Keep Energy Up! Steps in Interest-Based Problem Solving (IBPS) Pre-Step: “Talk Story” 1: Clarify Issue 2: Identify Interests/Reframe issue 3: Brainstorm Options 4: Evaluate Options with Criteria 5: Review and Discuss 6: Consensus Solution Pre-Step : “Talk Story” • Those who have a story about the problem to be solved share those stories briefly • Rest of the group listens actively to understand the dimensions of the problem and the concerns of those who have experienced the problem • Aim for no more than a total of 15 minutes for the stories to be told Step 1: Issues • The WHAT to be addressed • The problems to be solved • Clearly defined so each member understands the problem • Jointly selected by the group . . . A problem well stated is a problem half-solved.” Source Unknown Step 2: Interests • Interests are reasons WHY the issue is a problem • Identify all interests (e.g., needs, concerns, desires) • Recognize the legitimacy of ALL interests (separate and mutual) The Challenge of Identifying Interests! Positions “Why?” “Why?” Interests Step 3: Options Options are HOW the interests can be addressed Brainstorm as many ideas as possible to satisfy interests Record on flip chart Be open to possibilities and opportunities Do you need more information before proceeding? Data In order to understand how an option would work: • Check with constituents? • Research the practice? • Create a period of experimentation? • Perform a live “test”? • Observe its use in another site? Step 4: Evaluate Options Criteria state the “qualities or facets of a good solution” • Use A-B-C criteria at first and define A – Achievable (Workable) B – Believable (Acceptable) C – Cost Effective (Affordable) © 2007, Christina S. Merchant Step 4: Evaluate Options (cont’d) • Use matrix, symbols ( & ?’s) and nonverbal thumb signals ( ) to expedite • Group member polls others: reads option & members put thumb up ( ) or sideways (?) • Matrix points out early agreements and problem areas © 2007, Christina S. Merchant Step 5: Review and Discuss Results • Collect parts of solution agreed to, then go to options with 1 or 2 ?’s • Questioners present concern or need for information…others either clarify, give information, or suggest amendments • Work through the matrix together, building agreement and solving concerns © 2007, Christina S. Merchant Do you need more information before proceeding? Data In order to understand how an option would work: • Check with constituents? • Research the practice? • Create a period of experimentation? • Perform a live “test”? • Observe its use in another site? © 2007, Christina S. Merchant Step 6: Reach Consensus Solution • Look back at problem and ensure solution is comprehensive • Draft solution & re-check consensus • Develop implementation plan with timeline and responsibilities • Communicate with constituents • Measure and evaluate effectiveness of solution © 2007, Christina S. Merchant Consensus “The collective opinion formed by a group of people working together where each person feels he/she has had a fair chance to influence the decision, understands the decision, and is prepared to support it.” © 2007, Christina S. Merchant Unilateral Decision-Making decision implementation Consensus Decision-Making decision implementation © 2007, Christina S. Merchant Consensus Scale ¤ Wholehearted Support ¤ OK, but. . .- minor heart palpitation ¤ Concerns - more heart-to-heart talk needed ¤ Heartburn - MUST Talk (group not ready to make decision) ¤ Over My Dead Body!!! - Coronary Block © 2007, Christina S. Merchant Covert Dynamics Too Good to be True Legitimate, Proper, Acceptable, Reasonable PROBLEM SOLVING UNEXPRESSED Secret Hopes & Wishes OVERT “On the Table” COMMUNICATION PEOPLE Questionable, Illegitimate, Unacceptable DENIED “Under the Table” Adapted from Marshak & Katz Skill Development Cycle Unconscious Unconscious Competence Incompetence conscious conscious Competence Incompetence © 1999, Christina S. Merchant, from the work of Peter Adler Some Keys to IBPS Success • Prepare to be collaborative rather than competitive • Be experimental but trust the process • Adjust the process as needed • Do a great job on the first three steps Some Keys to IBPS Success • Use a facilitator • Make “joint-ness” an imperative • Leverage voluntary resolution with deadlines and next steps •Remember, No Surprises!!